Jim Kavanaugh

So I call that a high quality problem.

Yeah, well, Arvind and I go back 20 plus years.

We became very close when I was the controller of the company back in 2007.

He was running parts of our software portfolio overall.

We actually built a relationship on the business that ultimately led to a friendship outside.

But it was a business relationship on what I would call one day a mentoring relationship.

Him, deep technologists, me, deep

business model, operating model, financial model, et cetera, and we learned from each other.

Another day, it was a reverse mentoring.

So we became very, very tight, and our paths have crossed around different portfolio moves over time, Red Hat being the biggest piece.

But what do I think what he's done around this company?

Number one, I think it will go down in history.

He is...

probably engineered one of the most strategic reinventions of an iconic information technology company that's ever existed.

And I say that proudly at the end of the day, the reason why we're here, 114 gonna celebrate 115 years.

What has he done?

I think if you take a look at back at it, I said to someone earlier this morning, I think there's three things that are important, which by the way, go back to when Arvind and I were talking when he was interviewing with the succession plan to become the next CEO.

Because I asked him, I said, what do you want to be known for?

Where do you want to take IBM?

He said, I had just become CFO.